James Hampton
06/01/2012
Personal Profile
Foundation Chapter
Management Chapter
Effective Selling Chapter
Personal Achieve...
Insights Discovery 3.5 James Hampton Page 2
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 3
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 4
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 5
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 6
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 7
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 8
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 9
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights r...
Insights Discovery 3.5 James Hampton Page 10
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 11
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 12
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 13
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 14
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 15
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 16
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 17
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 18
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 19
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 20
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 21
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 22
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 23
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 24
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 25
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 26
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 27
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 28
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 29
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 30
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 31
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 32
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 33
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 34
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 35
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 36
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 37
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 38
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Insights Discovery 3.5 James Hampton Page 39
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights ...
Upcoming SlideShare
Loading in …5
×

James Hampton 2012

596 views

Published on

This is my most recent Discovery profile. I have to say that it is definitely the most accurate I have received

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
596
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
9
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

James Hampton 2012

  1. 1. James Hampton 06/01/2012 Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter
  2. 2. Insights Discovery 3.5 James Hampton Page 2 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Personal Details James Hampton Marketing james@thecolourworks.com The Colour Works Date Completed 06/01/2012 Date Printed 11/01/2012 Insights Learning and Development Ltd. Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland Telephone: +44(0)1382 908050 Fax: +44(0)1382 908051 E-mail: insights@insights.com
  3. 3. Insights Discovery 3.5 James Hampton Page 3 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Contents Introduction 5 Overview 6 Personal Style 6 Interacting with Others 6 Decision Making 7 Key Strengths & Weaknesses 8 Strengths 8 Possible Weaknesses 9 Value to the Team 10 Communication 11 Effective Communications 11 Barriers to Effective Communication 12 Possible Blind Spots 13 Opposite Type 14 Communication with James's Opposite Type 15 Suggestions for Development 16 Management 17 Creating the Ideal Environment 17 Managing James 18 Motivating James 19 Management Style 20 Effective Selling Chapter 21 Selling Style Overview 22 Before The Sale Begins 23 Identifying Needs 24 Proposing 25 Handling Buying Resistance 26
  4. 4. Insights Discovery 3.5 James Hampton Page 4 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Gaining Commitment 27 Follow-up and Follow Through 28 Sales Preference Indicators 29 Personal Achievement Chapter 30 Living on Purpose 31 Time and Life Management 32 Personal Creativity 33 Lifelong Learning 34 Learning Styles 35 Interview Questions 36 The Insights Wheel 37 Insights Colour Dynamics 38 Jungian Preferences 39
  5. 5. Insights Discovery 3.5 James Hampton Page 5 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Introduction This Insights Discovery profile is based on James Hampton’s responses to the Insights Preference Evaluator which was completed on 06/01/2012. The origins of personality theory can be traced back to the fifth century BC, when Hippocrates identified four distinct energies exhibited by different people. The Insights System is built around the model of personality first identified by the Swiss psychologist Carl Gustav Jung. This model was published in his 1921 work “Psychological Types” and developed in subsequent writings. Jung’s work on personality and preferences has since been adopted as the seminal work in understanding personality and has been the subject of study for thousands of researchers to the present day. Using Jung's typology, this Insights Discovery profile offers a framework for self-understanding and development. Research suggests that a good understanding of self, both strengths and weaknesses, enables individuals to develop effective strategies for interaction and can help them to better respond to the demands of their environment. Generated from several hundred thousand permutations of statements, this profile is unique. It reports statements which your Evaluator responses indicate may apply to you. Modify or delete any statement which does not apply, but only after checking with colleagues or friends to identify whether the statement may be a “blind spot” for you. Use this profile pro-actively. That is, identify the key areas in which you can develop and take action. Share the important aspects with friends and colleagues. Ask for feedback from them on areas which seem particularly relevant for you and develop an action plan for growth personally and interpersonally.
  6. 6. Insights Discovery 3.5 James Hampton Page 6 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Overview These statements provide a broad understanding of James’s work style. Use this section to gain a better understanding of his approaches to his activities, relationships and decisions. Personal Style James can combine social expertise within his normally assertive behaviour. At times, events can overwhelm him and he may find it almost impossible to say “No”, even when the demands are unreasonable. Although his feelings are deep they can change quickly with his mood. He is aware of and involved in his physical environment and likes to be active and productive. His warmth, sympathy and understanding encourages others to come to him. James can be very effective in using his concern for others to ensure involvement. He may become pessimistic and gloomy when he is thwarted or fails to see ways to make the important changes in his life. Socially adept, even-tempered and tireless in his efforts to bring about peace and well-being, he tends to hold the perfect relationship as the ideal. James radiates goodwill and enthusiasm. He is optimistic about life in general and human potential in particular. Attending to others' wants is felt by him to be a satisfying, legitimate way of expressing his own deeper needs. James is sympathetic, empathic and affable. He needs to be appreciated for himself and his service, and he can be highly sensitive to indifference or criticism of the support he offers or provides. James is optimistic and positive, living mainly in the here and now. James is a good companion and fun to be with. He tends to live for today with a “you only go around once” philosophy. He tends to be fiercely loyal to his friends, prepared to sacrifice his own wants for the needs of the other person. He enjoys socialising, but likes to plan his entertaining for maximum effect. He is warm and gracious and believes in a philosophy of “live and let live”. Because he tends to live for the present moment, he does not sense the need to prepare or plan more than is necessary. His mental processes operate best when he is in contact with other people. Exhibiting a tendency to become concerned and hurt if his ideas are met with indifference or criticism, he may take conflict and rejection personally. Theoretical work holds little interest for him and he needs to feel he is doing something rather than just thinking about it. He is proficient at alleviating the concerns of others. If his job requires that he work alone for long periods then he can become restless and unsettled, unless the job is really engaging. He will be hurt if people ignore him and likes to be remembered and appreciated for the services he continually seeks to offer to others. Interacting with Others James brings harmony and goodwill to any situation in which he finds himself. He has a natural ability to switch his behaviour between feelings that are shared and those that are private in an effort to relate. He values harmonious human contacts and works well in jobs dealing with
  7. 7. Insights Discovery 3.5 James Hampton Page 7 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ people. He is noted for his innate ability to inspire and encourage others around him and exhibits excellent interpersonal skills. Acutely aware of what is and isn't appropriate behaviour, he is often seen as gracious, charming, personable and social. Even-tempered and tolerant, James constantly tries to be the diplomat. He excels in promoting harmony around him. He prefers communicating verbally rather than through the written word. He may overlook unpalatable facts and, if he does, a problem may be bypassed rather than a solution identified. He is socially interactive, while preferring to view the world realistically and tangibly. He does not appreciate critical comments about his personal qualities as he sees these comments as personal attacks on his integrity. His major goal is to create and maintain good feeling and harmony among the people he relates to. He functions best when he is talking with people, which he enjoys immensely. Much of his pleasure and satisfaction comes from other's warm responses. He is motivated to help other people in what he sees as real and practical ways through direct action and co-operation. James is both charming and popular, constantly enthusing through his gift of ready articulation. He attracts many friends and acquaintances. Decision Making James will usually encourage democratic or even consensus decisions, as opposed to having them imposed autocratically. He recognises judgements that rely heavily on logical analysis, but then may ignore this in making his decisions. Although others' opinions will sway him, he can readily disassociate himself from a previously held opinion if a significant disagreement occurs with a third party whose view he values. James's tendency to think “out loud” enables others to follow his line of thinking. He prefers moderate to slight risk in decision-making. In his attempts to please others he may make promises he cannot fulfil. Decisions made on the basis of logic alone are not highly valued by him. His occasional failure to face up to disagreeable facts can mean that problems are sometimes ignored rather than solutions sought. James loves fun and surprises and can bring a breath of fresh air to any situation though his free spirit will likely frustrate some “hard-line” colleagues. He may choose to change his decisions if it turns out that someone may be adversely affected by them. He is prepared to make decisions to settle matters, and will be disappointed when not all the suggestions are implemented. James is willing to admit the truth about people or things that are important to him, is very alert to problems, and seeks to find solutions himself. Highly technical or factual information may appear dry and uninspiring to him and may not receive his full attention. He would perform better if he focused more on in-depth study of analytical data during the decision making process. He views talking through ideas with people to promote decision making as an effective strategy of itself. Personal Notes
  8. 8. Insights Discovery 3.5 James Hampton Page 8 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Key Strengths & Weaknesses Strengths This section identifies the key strengths which James brings to the organisation. James has abilities, skills and attributes in other areas, but the statements below are likely to be some of the fundamental gifts he has to offer. James’s key strengths: Displays lots of self-confidence. Fluent and reassuring. Articulate and communicative. Can act spontaneously. Seeks variety in both tasks and relationships. Innovative counsellor. Trusting and tolerant of others' actions. Knows how to enjoy the journey as well as the destination. Adaptive and versatile people skills. Can be bubbly, effusive and spontaneous. Personal Notes
  9. 9. Insights Discovery 3.5 James Hampton Page 9 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Key Strengths & Weaknesses Possible Weaknesses Jung said “wisdom accepts that all things have two sides”. It has also been said that a weakness is simply an overused strength. James's responses to the Evaluator have suggested these areas as possible weaknesses. James’s possible weaknesses: Can be overly sensitive or caring. His outwardly directed energy can be overpowering to some. Finds it difficult to say “no” if relationships are being threatened. May ignore the practicalities. May procrastinate on the longer term task. Over-compliant and easily led. Vocally judgmental and critical. May not follow through to completion. Loses interest when the initial challenge has gone. Will set unrealistic deadlines for himself and others. Personal Notes
  10. 10. Insights Discovery 3.5 James Hampton Page 10 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Value to the Team Each person brings a unique set of gifts, attributes and expectations to the environment in which they operate. Add to this list any other experiences, skills or other attributes which James brings, and make the most important items on the list available to other team members. As a team member, James: Creates considerable activity. Is loyal and conscientious and will work hard to produce results. Is a constant source of inspiration and fun. Influences others by his infectious enthusiasm. Impacts many and varied ideas. Takes on and shares ideas. Brings a fresh outlook. Displays a strong people-orientation. Provides stimulation and resourcefulness. Has strong personal and interpersonal skills. Personal Notes
  11. 11. Insights Discovery 3.5 James Hampton Page 11 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Communication Effective Communications Communication can only be effective if it is received and understood by the recipient. For each person certain communication strategies are more effective than others. This section identifies some of the key strategies which will lead to effective communication with James. Identify the most important statements and make them available to colleagues. Strategies for communicating with James: Match his pace in presenting to him. Set challenges but recognise his close relationships with others. Generate inspiration by recalling past successes. Avoid unnecessary distractions - keep to the point. Maintain personal content in communication. Provide regular support and feedback - show interest. Avoid personal conflict. Leave time for the relationship as well as the task. Provide opportunities for socialising. Seek confirmation of willingness to undertake new tasks. Be alive and entertaining. Keep up a lively, but steady pace. Personal Notes
  12. 12. Insights Discovery 3.5 James Hampton Page 12 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Communication Barriers to Effective Communication Certain strategies will be less effective when communicating with James. Some of the things to be avoided are listed below. This information can be used to develop powerful, effective and mutually acceptable communication strategies. When communicating with James, DO NOT: Assume you will complete all of your agenda. Ignore or disregard his views. Shout, bully or threaten with position power. Fail to recognise his best personal achievements. Overload him with facts, details and paperwork. Make your lack of interest in his “problems” too obvious. Fail to meet informally to discuss progress. Fail to allow enough time to talk with him. Act aggressively or reject his ideas without explanation. Delegate routine or boring tasks to him. Remove the opportunity for socialising. Over-delegate “key” responsibilities, deadlines and general tasks. Personal Notes
  13. 13. Insights Discovery 3.5 James Hampton Page 13 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Possible Blind Spots Our perceptions of self may be different to the perceptions others have of us. We project who we are onto the outside world through our “persona” and are not always aware of the effect our less conscious behaviours have on others. These less conscious behaviours are termed “Blind Spots”. Highlight the important statements in this section of which you are unaware and test them for validity by asking for feedback from friends or colleagues. James’s possible Blind Spots: James has a difficult time saying no or asking for help. While he can be charming, funny and entertaining, occasionally he gives the impression of insincerity. He is genuinely interested in others and may seek to get on closer terms with those who particularly interest him. He is occasionally taken advantage of and can be hurt in the process. He often overlooks his own needs due to his desire to please or help other people. He should allow more distance between self and colleagues in interactions. He needs to be aware that not everyone likes to be touched. Tending to take on too much at one time he can find himself overloaded and unable to keep his commitments. He responds well to praise, but is easily hurt by negative criticism, which makes him appear over-sensitive to some others. Taking the time to pay closer attention to what is actually going on in the world around him and listening carefully to both the input and reactions of others will help him. Sometimes he is so intent on his own plans that he doesn't stop to listen to what others have to say. Because of his strong desire for harmony, he can overlook his own needs and ignore real personal problems. If he was more humble and modest he would recognise that he does have certain limitations. He may jump to conclusions or make incorrect assumptions and decisions too quickly, without gathering all the important facts. His constant ready socialising can interfere with the job at hand and get him into trouble. Because he is rather easily distracted, he may have difficulty disciplining himself to complete the task at all costs. Personal Notes
  14. 14. Insights Discovery 3.5 James Hampton Page 14 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Opposite Type The description in this section is based on James's opposite type on the Insights Wheel. Often, we have most difficulty understanding and interacting with those whose preferences are different to our own. Recognising these characteristics can help in developing strategies for personal growth and enhanced interpersonal effectiveness. Recognising your Opposite Type: James’s opposite Insights type is the Observer, Jung’s “Introverted Thinking” type. Observers are precise, cautious and disciplined and are painstaking and conscientious in work that requires attention and accuracy. They are objective thinkers, concerned with the right answer and will avoid making quick decisions. James may see the Observer as hesitating to acknowledge a mistake or as becoming immersed in researching for data to support an isolated view. Observers tend not to trust strangers and will worry about outcomes, their reputation and their job. They are reticent about expressing their feelings and James will often see the Observer as unresponsive, cool and uncaring. Observers draw conclusions based on factual data. They may be slow at producing results, as gathering data is the stimulating part of the job for them. Observers like to make rules based on their own standards and apply those rules to daily life. James may find himself at odds with Observers due to their private nature and lack of enthusiasm for social events. Introverted analysis may prevent the Observer from expressing thoughts as readily as James would wish. Personal Notes
  15. 15. Insights Discovery 3.5 James Hampton Page 15 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Opposite Type Communication with James's Opposite Type Written specifically for James, this section suggests some strategies he could use for effective interaction with someone who is his opposite type on the Insights Wheel. James Hampton: How you can meet the needs of your Opposite Type: Provide a safe environment in which he can learn, improve and grow. Be patient if he starts hair-splitting. Ask what he thinks, not how he feels. Allow plenty of time for him to assimilate new ideas or changes in plan. Use logical and rational questions and arguments. If details need to be communicated, be prepared for a deferred decision. James Hampton: When dealing with your opposite type DO NOT: Exert unnecessary pressure. Waffle. Try to rush him into a decision. Comment on his personal appearance. Be vague about facts and statistics. Come unprepared and disorganised. Personal Notes
  16. 16. Insights Discovery 3.5 James Hampton Page 16 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Suggestions for Development Insights Discovery does not offer direct measures of skill, intelligence, education or training. However, listed below are some suggestions for James’s development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan. James may benefit from: Slowing down and thinking things through. Organising situations so they proceed exactly as he predicts and plans. Being less vocal at group meetings. Reaching decisions only after weighing up all the alternatives. Bringing greater balance and moderation into his life. Saying “no” more frequently. Sticking to the agenda, raising social issues afterwards. Being left alone to work quietly. Recognising that he tends to manipulate people in “their” best interests. Constructing orderly situations which then go exactly as planned. Personal Notes
  17. 17. Insights Discovery 3.5 James Hampton Page 17 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Management Creating the Ideal Environment People are generally most effective when provided with an environment which suits their preferences and style. It can be uncomfortable to work in an environment which does not. This section should be used to ensure a close match between James’s ideal environment and his current one and to identify any possible frustrations. James’s Ideal Environment is one in which: Presentation aids are of the highest standards - colour, image and sound. The emphasis is on informality rather than rules. Modern “executive toys” are available to satisfy playful and tactile interests. He is free to be himself. The workplace allows continuous personal contact and exchange of views. Opportunity is provided for social contact. There are social activities outside of work. Bright, motivational, inspirational posters and prints abound. Activities, variety and change are constantly taking place. There is opportunity to create and express ideas and to develop these collectively. Personal Notes
  18. 18. Insights Discovery 3.5 James Hampton Page 18 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Management Managing James This section identifies some of the most important strategies in managing James. Some of these needs can be met by James himself and some may be met by his colleagues or management. Go through this list to identify the most important current needs, and use it to build a personal management plan. James needs: To fully understand the corporate mission. Support in completing tasks he starts. Time to think and reflect. To understand the need for time-management disciplines. To be aware of his frenetic work pace and recognise the effect this may have on others. To understand systems and cultures if he is to avoid upsetting others. Plenty of verbal “strokes” and praise. A “walkabout” manager whose presence is obvious. Some help in resolving conflict and discipline issues. Help with planning and preparation. Personal Notes
  19. 19. Insights Discovery 3.5 James Hampton Page 19 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Management Motivating James It has often been said that it is not possible to motivate anyone - only to provide the environment in which they will motivate themselves. Here are some suggestions which can help to provide motivation for James. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximum motivation. James is motivated by: Peer “heroes” that he admires, respects and can emulate. Opportunities to enjoy the moment. Congratulations for his exceptional efforts. Acceptance, with co-operation that meets his ideal. The prospect of working for the common good. A high degree of freedom and independence. “Pioneering” opportunities with little limitation. People who express flair, talent and creativity. Regular holidays and time off to pursue other interests. Special task “teams” to interact with. Personal Notes
  20. 20. Insights Discovery 3.5 James Hampton Page 20 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Management Style There are many different approaches to management, most of which have different situational applications. This section identifies James’s natural management approach and offers clues to his management style, highlighting both gifts and possible hindrances that can be further explored. In managing others, James may tend to: Be inconsistent in delegation. Become too involved in others personal problems. Welcome free expression within the team. Be highly trusting of his team. Disarm others with his openness and honesty about his own shortcomings. Work to promote harmony within the work group. Choose “favourites” in his team and offer them individual inducements to achieve objectives. Be too trusting of his people. Be articulate, verbally expressive and animated. Manage democratically, whilst attempting to appease those who do not agree. Personal Notes
  21. 21. Insights Discovery 3.5 James Hampton Page 21 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Effective Selling Chapter Effective selling has three main requirements: First, the salesperson must understand him or herself, and how to build on strengths and develop any areas of weakness, aware of how different customers perceive him or her. Secondly, the salesperson must understand others - particularly customers - who are different. Customers will often have opposing needs, expectations, desires and motivations than those of the salesperson. These distinctions need to be appreciated and respected. Thirdly, the salesperson must learn to adapt his or her behaviour to relate to, connect effectively with, and influence, the customer. This chapter is designed to support the development of each of these requirements at each stage of the sales process. The model below illustrates the conceptual overview of each of these different stages and the corresponding sections explored in this chapter. Use the Effective Selling Chapter to develop strategies for improved customer relationships, greater self-understanding and more & greater sales. 1. Before The Sale Begins 2. Identifying Needs 3. Proposing The Solution 4. Dealing with Buying Resistance 5. Gaining Commitment 6. Follow-up & Follow-Through
  22. 22. Insights Discovery 3.5 James Hampton Page 22 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Selling Style Overview These statements provide a broad understanding of James's selling style. Use this section to gain a better understanding of his approaches to his customer relationships. James feels alive and energetic when around other highly active people. He can increase sales opportunities when utilising others strengths to complement his own. His enthusiasm causes him to talk a lot during the sale, and he must be mindful to listen more and allow his customer to express his or her views. He can display quick humour and optimism. He can be charming and stimulating company and his infectious enthusiasm for his product often wins over even the most sceptical of his customers. James's ability to empower others is one of his most obvious sales qualities. Both at work and socially, James is at ease in the company of others. He finds most satisfaction from working with customers in sales projects that allow him to utilise his creative and interpersonal skills. He will actively look for new opportunities for new business, but should complete the first sale before moving on to the next. James likes to be active and work alongside future-oriented customers. He may have an over-optimistic view of the world, causing him to make promises on which he cannot deliver. James has a passion for life, people and relationships. He displays a genuine desire to be involved in his customers' growth. Team synergy improves as a direct result of his enthusiasm and self-evident enjoyment of his work. He may find it painful to face challenges when there are difficult problems with customers he cares about. James is compassionate and continually strives to support others. Personal Notes
  23. 23. Insights Discovery 3.5 James Hampton Page 23 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Before The Sale Begins The sale begins long before the formal sales process starts and continues long after it ends. Here are some of the key ideas that James needs to be aware of in the initial stages when planning and approaching the customer. James's key strengths before the sale begins: Appears to his prospects as warm and approachable. Enjoys a team approach to business generation. Empathises well with the customer's issues. Is positive and adaptable in prospecting. Is responsive to requests for help. Often uses innovative approaches to find out about the customer and the market. Before the sale begins James could: Exercise disciplined account planning strategies. Schedule adequate pre-call time for account planning. Prioritise his prospecting more effectively. Set clear and achievable "early stage" objectives. Maintain an orderly and organised approach to planning. Be prepared to get to the point quickly. Personal Notes
  24. 24. Insights Discovery 3.5 James Hampton Page 24 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Identifying Needs In identifying needs, the goal is to find out what the customer's real problems are. Here is an overview and some advice relating to how James may identify customer needs. James's key strengths in identifying sales needs: Creates partnerships in possibilities. Recognises and adapts well to the customer's buying style. Likes to take part in upbeat sessions, with lots of variety. Quickly tunes in to the customer's concerns. Recognises and values differences in people's approaches and styles. Finds it easy to assume the role of the trusted partner. When identifying needs James could: Allow the customer to express his or her views. Be careful to allow the customer time to complete their sentences before answering. Be organised in note-taking. Use a more structured questioning approach. Concentrate more on following established, tested procedures. Investigate situations more fully to uncover the deeper problem or opportunity. Personal Notes
  25. 25. Insights Discovery 3.5 James Hampton Page 25 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Proposing Having identified the customer's needs, the proposing phase should close the gap between their needs and the current situation. Here are some of the keys for James to develop a powerful and effective proposing style. James's key strengths in proposing: Promotes positive expectations in his customers. Understands the customer's values set, and proposes accordingly. Produces highly creative proposals. Presents in a fast-paced, vocal manner. Owns an imaginative and dynamic style. Deals with the unexpected by responding in a direct and quick thinking manner. When proposing James could: Support the use of systems and procedures into the process. Heighten the authority of his delivery. Use processes that relate strictly to the customer's interests. Resist temptations to digress from the business at hand. Check the appropriateness of exuding too much enthusiasm. Be certain to stick to any agreed timeframe. Personal Notes
  26. 26. Insights Discovery 3.5 James Hampton Page 26 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Handling Buying Resistance If the customer relationship has been built effectively, buying resistance should be low. However, this section suggests strategies for James to deal effectively with buying resistance. James's key strengths in dealing with buying resistance: Ensures a harmonious and equitable environment is sustained. Reacts in a direct and quick-thinking way when questioned. Is constantly alert to customer concerns. Uses intuition to uncover the hidden blockers to the sale. Maintains the relationship by adapting his style to the situation. Empathises with differences, and works well to resolve them. When dealing with buying resistance James could: Interpret "negative feedback" as "constructive feedback", and avoid taking it too personally. See objections less as a refusal and more as a potential buying signal. Aim not to take rejection personally. Stick with the issues in hand and avoid generalisations. Pause and reflect before moving to handle the objection. Probe more to discover the customer's real fears. Personal Notes
  27. 27. Insights Discovery 3.5 James Hampton Page 27 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Gaining Commitment The close should be the natural progression of the sale, not the conflict at the end! When your customer trusts you, is clear about what they are buying and needs what you have to sell, you are ready to propose commitment. Here are the strengths and suggestions for development in James's closing style. James's key strengths in gaining commitment to the sale: Reduces the risk of loss to the customer by ensuring the majority of their needs are always met. Helps customers to identify optimum outcomes. Persuades others through a passion for his subject. Focuses on future long-term benefits. Uses his imagination to find ways to close the sale. Makes the process fun! When gaining commitment James could: Offer less choice and more direction. Summarise the benefits succinctly and modestly. Concentrate on progressively, rather than spontaneously, closing the sale. Avoid appearing insincere and superficial by being overly enthusiastic. Be careful not to gild the lily with promises that can't be fulfilled. Stay on track and slow down. Personal Notes
  28. 28. Insights Discovery 3.5 James Hampton Page 28 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Follow-up and Follow Through It is your job, having built a relationship with your customer, to continue that relationship and to be of service to your customer beyond the initial sale. Here are some ideas which James can use to support, inform and follow-up with the customer. James's key strengths in sales follow-up and follow through: Sees people and ideas as the key to success in sales support. Works supportively in partnership with his customers. Maintains regular contact with his customers. Develops a broad networking base of contacts. Enjoys the customers' company and sees many of them as friends. Enjoys regular face-to-face customer updates where possible. When following-up and following through James could: View negative comments more as an opportunity for development. Create a system to help him remember and action the commitments he makes. Discipline himself to attend regular reviews with a prepared agenda. Agree the next step clearly with the customer. Appreciate that not all "follow-up" calls are social activity. Rely less on repeat or referred business. Personal Notes
  29. 29. Insights Discovery 3.5 James Hampton Page 29 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Sales Preference Indicators Before The Sale Begins Researching 2.9 Building Trust 7.5 Clear Objectives 2.6 Getting Appointments 6.2 Identifying Needs Listening 2.8 Questioning 3.6 Encouraging 7.7 Creating Opportunities 6.5 Proposing Focused & Relevant 2.7 Enthusiastic Presentation 7.4 Shows Understanding of Needs 7.0 Organisation & Accuracy 2.9 Dealing With Buying Resistance Direct Handling of Objections 3.5 Persuasion 7.1 Clarifying Details 2.5 Meeting Concerns 5.9 Gaining Commitment Closing 5.5 Flexibility 7.8 Minimising Risks 2.5 Meeting Clients' Needs 4.0 Follow-up And Follow Through Maintains Contact 4.7 Account Planning 2.6 Relationship Maintenance 7.9 Developing the Account 6.1
  30. 30. Insights Discovery 3.5 James Hampton Page 30 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Personal Achievement Chapter At its best, life is a rewarding journey of personal exploration and growth. This chapter is designed to focus on several highly important aspects of personal development. Using the guidance suggested in these pages can lead to exciting changes and can have a profound impact on success. The sections will help James define his life's purpose, set his goals and organize his time and life to achieve them. It offers suggestions on how he can tap into his natural creativity, and unleash further creative potential from deeper aspects of his personality, to overcome any obstacle. Finally, it gives powerful suggestions for James to understand and enhance his preferred learning styles. When applied, the ideas contained in this profile can provide insights and support to life’s journey of development.
  31. 31. Insights Discovery 3.5 James Hampton Page 31 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Living on Purpose Having a sense of purpose and worthy goals are important to building a strong foundation for a successful life. Here are some of the things James should be aware of in setting goals and defining his purpose. Living on purpose James will always look for new ways of achieving and will work hard in pursuit of excellence. His unbounded creativity constantly generates brilliant ideas which are not always entirely relevant to the current task. To ensure that he will meet his outcomes, he may not fully stretch when setting them. A balance between achievable and more challenging goals may be desirable. He has a tendency to accept additional work without too much thought. He should delegate more and give others the experience of handling the task. As he is always drawn by the excitement of new possibilities, it is important that he develops a more critical judgement of anything fresh before tackling it, otherwise he may waste energy in spreading himself too thinly. James can work towards his results equally well either on his own or in a team environment. Occasionally he will work in a determined way for extensive periods, recognising an opportunity to excel. He places importance on his successes being acknowledged. His goals will often relate to people issues. He may need to be reminded to concentrate more on the task to provide some balance. As an imaginative visionary, he has a tendency at times to overlook essential details. The goals he makes tend to be future oriented and speculative rather than practical and immediate. He would do well to concentrate on his most important priorities and stick with them until they are completed. Once committed to a goal, he will want to see it through...until something of greater interest comes along! Personal Notes
  32. 32. Insights Discovery 3.5 James Hampton Page 32 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Time and Life Management Benjamin Franklin said "Dost thou love life? Then do not squander time, for that is the stuff life is made of". This section contains some strategies that James can use to become more effective in the area of time and life management. Choose the most significant ones and apply them every day for high levels of effectiveness. In managing his time, James, Suggested Action For Development Regularly devotes time for team meetings. Allow others to contribute to a structured agenda. Will see the positive in most situations. Avoid having time spent on non-productive activity. May allow too much time for people issues. Should prioritise his own tasks beforehand. Tends to prefer to avoid confrontation. Consider the deed and not the person. Often chooses to handle several jobs at once. Prioritise each one and work systematically on the most important ones first. Likes to explore unlikely future possibilities. Reflect on an analysis of past experiences. Personal Notes
  33. 33. Insights Discovery 3.5 James Hampton Page 33 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Personal Creativity Creativity has been defined as seeing the same thing as someone else but thinking something different. Different people have different creative strengths. This section identifies some of James's creative characteristics and how he can build on them. In his creativity, James, Suggested Action For Development Wears his heart on his sleeve, when discussing options. Consider that others may prefer less expression of emotion or feeling. Often rushes into changing the world. Look round to check that the world needs changing. Has ideas that are sometimes seen as rather "off-the-wall". Use this talent, but sharing perhaps with less frequency. Prefers to go for the easiest solution. Initial in-depth evaluation will save time in the long run. Is always a good source of ideas. Be prepared to substantiate any claims. Can address diverse issues simultaneously. Allow adequate time for analytical reflection. Personal Notes
  34. 34. Insights Discovery 3.5 James Hampton Page 34 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Lifelong Learning Continual learning is a key part of personal development and growth. This section identifies several ideas James can use to learn more effectively. Use these statements to map out a learning strategy and to create the environment for optimum personal growth. James's preferred learning style is supported when he: Seeks a range of views to cement his understanding. Has the ability to try out the unknown. Is allowed to base his actions more on 'people' issues than on facts. Trusts his intuitive grasp of the problem. Tries out non-traditional approaches. Can have fun while learning. James can stretch in learning by: Disciplining himself to slow down and adopt a more considered approach. Getting into the detail when the situation requires it. Taking stock of what's gone before. Taking a little bit more time to reach conclusions. Occasionally working on his own, uninterrupted, for a period. Assimilating supporting facts and figures to deepen his understanding. Personal Notes
  35. 35. Insights Discovery 3.5 James Hampton Page 35 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Learning Styles James Hampton 06/01/2012 Flexible Involvement Focused Thinking Systematic Processing Intuitive Experimentation Interactive Participation Practical Action Detached Analysis Considered Reflection Focused Thinking Practical Action Intuitive Experimentation Interactive Participation Flexible Involvement Considered Reflection Systematic Processing Detached Analysis Less Comfortable Comfortable Preferred
  36. 36. Insights Discovery 3.5 James Hampton Page 36 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Interview Questions This section lists several questions which can be used in interviewing James Hampton. The questions can be used as they appear here, or can be adapted to suit the interviewer's own style or needs. The questions are raised by considering issues James may be less comfortable with - those development areas in which he may have fewer strengths. Some or all of these topics should be used along with other questions which may be job specific. Using them will help establish the level of James's self-awareness and personal growth. Interview Questions: Do you prefer working to your own written agenda or reacting to where you are needed? Where do you see your career or ambition taking you over the next say 5 or 10 years? How good a listener are you? How would you feel about attending a 1 week course on "Economics in Business"? Certain situations require a serious approach. How do you recognise these? Gathering detail can be quite overbearing at times. When would you decide to gather more information than you feel is required? What would you feel if I asked for a daily activity report? What do you think your major problem would be if you joined us? How easily can you refuse a reasonable request? Describe how you learn from your mistakes and disappointments. Personal Notes
  37. 37. Insights Discovery 3.5 James Hampton Page 37 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ The Insights Wheel James Hampton 06/01/2012 R E F ORME R H E L P E R M O T I V A T O R C O O R D I N A T O R D I R E C T O R S U P P O R T E R O B S E R V E R I N S P I R E R REDREDREDREDREDREDREDRED YELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWGREENGREENGREENGREENGREENGREENGREENGREEN BLUEBLUEBLUEBLUEBLUEBLUEBLUEBLUE RED YELLOWGREEN BLUE 1 21 41 2 22 42 3 23 43 4 24 44 5 25 45 6 26 46 7 27 47 8 28 48 9 29 49 10 30 50 11 31 51 12 32 52 13 33 53 14 34 54 15 35 55 16 36 56 101 121 141 104 124 144 105 125 145 108 128 148 109 129 149112 132 152 113 133 153 116 136 156 Conscious Wheel Position 47: Helping Inspirer (Accommodating) Personal (Less Conscious) Wheel Position 7: Helping Inspirer (Focused)
  38. 38. Insights Discovery 3.5 James Hampton Page 38 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Insights Colour Dynamics James Hampton 06/01/2012 0 3 6 Persona (Conscious) BLUE 0.28 5% GREEN 4.12 69% YELLOW 5.76 96% RED 3.20 53% 0 3 6 Persona (Less Conscious) BLUE 0.24 4% GREEN 2.80 47% YELLOW 5.72 95% RED 1.88 31% 100 0 100 50 50 Preference Flow 25.6% (Conscious) (Less Conscious)
  39. 39. Insights Discovery 3.5 James Hampton Page 39 © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com http://www.insightsworld.com/ Jungian Preferences James Hampton 06/01/2012 Attitude/Orientation: Introversion (I) Extraversion (E) 100 1000 Rational (Judging) Functions: Thinking (T) Feeling (F) 100 1000 Irrational (Perceiving) Functions: Sensing (S) Intuition (N) 100 1000 (Conscious) (Less Conscious)

×